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JR-West Group Medium-Term Management Plan 2022 Major

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JR-West Group Medium-Term Management Plan 2022 Major “JR-West Group Medium-Term Management Plan 2022” Overview of Major Initiatives As of May 8, 2019 Red letters: Additions after the announcement of the medium-term management plan FY2019.3 FY2020.3 FY2021.3 FY2022.3 FY2023.3 FY2024.3～ Building tourism routes that combine railways and cruise ships, operating sightseeing trains that link Increasing Regional Setouchi Palette strategic Shinkansen stations and tourist destinations Value Project Developing wide-area tourism routes as a foundation ▼Commencing operation of the Hello Kitty Shinkansen ▼Enhancing strategic stations (Onomichi) Drawing on the appeal of distinctive regional food and souvenirs to develop strategic stations, developing appealing accommodation facilities Developing content that has the ability to draw customers Developing commercial products that feature regional appeal and opening sales routes, establishing and publicizing content combining new perspectives on regional events and attractions Opening an official Twitter account for train operating-status information (English, traditional Hospitality initiatives Chinese, simplified Chinese, Korean), opening Thai-language web site for inbound customers Installing Western-style toilets on 700-series rolling stock Improving reception systems Installing free Wi-Fi in Shinkansen trains (Sanyo/Hokuriku) Enabling Internet reservations from overseas Considering/implementing campaigns to attract overseas tourists in Developing and improving wide-area tourism routes Providing diverse products (expanding regional airport usage products and optional tours, etc.) ▼Commencing operation of the Hello Kitty ▼Implementing trial sales of TWILIGHT EXPRESS MIZUKAZE targeting overseas ▼Commencing operation of Hello Kitty Haruka ▼Converting Singapore office to branch ▼Strengthening promotions in Southeast Asia (Expanding local promoters, etc.) Strengthening promotions ▼Strengthening provision of information using SNS (Establishing an English-language Facebook page, etc.) Strengthening market analysis (accumulating and analyzing big data) Implementing initiatives related to safe and reliable transportation (Installing platform gates, Creating areas along expanding measures for reinforcement of slopes, etc.) Increasing Railway railway lines Enhancing transportation services Belt Value that people want to reside in and Increasing convenience of IC card tickets visit in order to establish the Kansai ▼Opening of northern section of Osaka Higashi Line and metropolitan area Umekoji-Kyotonishi Station on the Sagano Line Opening of brand Opening of Umekita (Osaka) underground station▼ Naniwasuji Line Advancing development/renewal of in-station stores and shopping centers Stations and station building developments ▼Tennoji (east exit) ▼Shin-Osaka▼Tenma ▼Kyobashi (north exit) ▼Kyoto▼Tamatsukuri ▼Ashiya ▼Tenma ▼LUCUA ▼The CUBE (Kyoto) Advancing development plans for Osaka, Sannomiya, etc. Advancing city development in railway belts ▼Senrioka▼Ritto ▼Moriyama ▼Shimamoto▼Tennoji Development of areas surrounding stations ▼Kishibe ▼Fukushima▼Tsukamoto ▼Suita ▼Ibaraki ▼Maya ▼Akashi ▼Okamoto ▼Kobe ▼Tennoji ▼Suma “JR-West Group Medium-Term Management Plan 2022” Overview of Major Initiatives As of May 8, 2019 Red letters: Additions after the▼ Sumaannouncement of the medium-term management plan FY2019.3 FY2020.3 FY2021.3 FY2022.3 FY2023.3 FY2024.3～ Introducing equipment for detecting abnormalities in Introducing equipment that can detect abnormalities in bogies at anearly stage Railway Business Enhancing safety (enhancing railway bogies systems that maintain safety) Replacing the 700 series rolling stock used in direct operation between the Tokaido Shinkansen and the Sanyo Shinkansen with new rolling stock Planing subsequent, steady introduction Introducing new rolling stock with increased safety ▼Replacement of 700-series rolling stock completed (used in direct operation between the Tokaido Shinkansen and Sanyo Shinkansen) Implementing renovation of Hakata Depot, which supports Implementing aged-equipment updates and work-environment improvements, Introducting the Sanyo Shinkansen equipment that will make possible automatic washing of parts and non-disassembly inspections Aiming to maintain safe, reliable transportation on the Sanyo Shinkansen, in the Aioi-Okayama segment we are working to establish a base for maintenance operations to facilitate more-effective Establishing new Sanyo Shinkansen maintenance bases implementation of ground equipment updates, earthquake countermeasures, etc. Further advancing earthquake resistance reinforcement Implementing measures to increase the earthquake resistance of structures etc. Implementing reinforcement of slopes to increase disaster resilience and reduce the amount of time during which rainy weather train operation regulations are applied Expanding reinforcement of slopes (JR Kyoto Line, JR Kobe Line, Osaka Loop Line) Further advancing introduction of systems for detecting Advancing the introduction of a system that automatically detects abnormal behavior, such as a derailment, etc., stops the train, and stops nearby trains with an emergency stop signal abnormal behavior in trains ・Advancing installation at stations on conventional lines with high levels of usage, etc. (more than 100,000 daily passengers boarding and alighting and stations where the priority of installation.is at the same level as stations with 100,000 daily passengers boarding and alighting) Further advancing installation of platform gates ・Moving forward with installation of platform gates at major stations with service by Sanyo Shinkansen Nozomi trains. Steady installation at stations with more than 3,000 daily passengers boarding and alighting Further advancing installation of blister tactile paving blocks with horizontal tactile paving on the inner side and at all Shinkansen stations Introducing condition monitoring equipment on trains Advancing the introduction of equipment that can grasp the condition of rolling Transitioning from ground-based inspections to on-board Installing rolling stock on-board inspection equipment that uses sensing equipment, etc. inspections Introducing systems that utilize wireless in order to continuously control trains Introducing wireless ATC “JR-West Group Medium-Term Management Plan 2022” Overview of Major Initiatives As of May 8, 2019 Red letters: Additions after the announcement of the medium-term management plan FY2019.3 FY2020.3 FY2021.3 FY2022.3 FY2023.3 FY2024.3～ Implementing initiatives related to safe and reliable Reducing large-scale transportation disruptions, including disasters and external causes in addition to Railway Business Increasing customer internal causes, minimizing the effects of transportation disruptions satisfaction transportation Improving the quality of information provision through the enhancement and use of displays, tablets, etc. Providing information at times of transportation Providing information through train location information services, websites, and applications, disruptions enhancing information provided directly to customers ▼Opening an official Twitter account for train operating-status information Providing appropriate guidance services that are easy-to-understand for everyone, including inbound customers, inexperienced customers, etc. (preparations in stations, trains) Offering appropriate, easy-to-understand guidance services Enhancing “customer satisfaction think-and-act initiatives that are communicated to customers” by employees, ease-of-understanding of guidance signs and announcements Creating environments that are easy-to-use for our changing and increasingly diverse range of customers Creating comfortable, convenient environments (stations, trains, manners, etc.) Promoting “mutual assistance” so that customers help each other and talk to each other, encouraging employees to talk to customers Providing information regarding examples of improvement, Actively providing information about initiatives to address “customer feedback” and customer plans, etc. (two-way communications) expectations, including plan stages. Increasing Optimizing maintenance operations and increasing business continuity by simplifying complex railway productivity Maintenance system change equipment, transitioning from ground-based inspections to on-board inspections, etc. Expansion of ICOCA area ▼Sanyo Main Line: Aioi-Wake, Ako Line: Banshu-Ako-Osafune, Hokuriku Line: Daishoji-Omi-Shiotsu Revising services and equipment with consideration for ▼Sakai Line (on-board type) usage, appropriately allocating personnel for “operations that are effectively performed by people.” ▼Uno Line ▼Wakayama Line: Wakayama-Gojo (on-board type) Advancing operation of JR Ticket Offices (“Midori-no-madoguchi”) in ways that do not require face-to-face contact, considering one-person operations Advancing data usage across organizational boundaries, supporting business execution and working Pursuing innovation targeting the realization of the Implementing reforms style reforms utilizing cloud services and GIS (geographic information systems), etc. through technology Technical Vision Advancing the creation of frameworks using open innovation, targeting the resolution of issues through the use of external capabilities Expanding areas in which issues are resolved through technology, expanding collaboration outside the company Considering measures for the realization of seamless, one-to-one services at the Umekita (Osaka) in order to progress more quickly underground station Opening of Umekita (Osaka) underground
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